Policy & Practice | Winter 2025

The Magazine of the American Public Human Services Association Winter 2025

COMMUNITY-LED SOLUTIONS Partnerships for System Change

‚ ‚

  

   €

TODAY’S EXPERTISE FOR TOMORROW’S SOLUTIONS

www.aphsa.org

contents

Vol. 83, No. 4 Winter 2025

features

departments

8

4 Partnering for Impact

Lessons from Connecticut’s Community Led Approach to Work Requirements

6 From Our Partners

SNAP Payment Error Rate Improvement: Critical Elements for Success

20 From Our Partners

Keeping Up with the Workflow: A Lesson from the Chocolate Factory

A Conversation with ACF Assistant Secretary Alex J. Adams on Trusting States and Strengthening Families

22 Technology Speaks

How a Community-Led Approach to Digital Services Can Engage and Empower Citizens

24 Research Corner

From Planning to Progress: National Research Agenda and Tools for a Reimagined Child Welfare System

12

27 Staff Spotlight

Emily Rakes, Policy Coordinator

Improving SNAP Payment Error Rates How States Can Take Steps to Reduce SNAP Payment Errors and Improve Operational Discipline

16

Making Sense of Shrinking Time Margins How Human Services and Community Innovation Can Help Organizations and Communities Thrive

1

Winter 2025 Policy & Practice

APHSA Executive Governing Board

Strategic Industry Partners DIAMOND

Chair Grace Hou, Deputy Governor for Health and Human Services, State of Illinois Vice Chair Rodney Adams, Principal/CEO, R Adams & Associates Treasurer Katherine H. Park, CEO, Evident Change Affinity Group Representative Karen Barber, General Counsel, Vermont Department of Mental Health Leadership Council Representative Jeffrey Cartmell, Executive Director, Oklahoma Department of Human Services Local Council Representative Dan Makelky, Director, Arapahoe County (CO) Department of Human Services Elected Director Derrik Anderson, Executive Director, Race Matters for Juvenile Justice Elected Director Christine Norbut Beyer, Commissioner, New Jersey Dept. of Children and Families

Elected Director Vannessa L. Dorantes, Managing Director, Casey Family Programs Elected Director Kristi Putnam, Executive Policy Advisor Elected Director Sherron Rogers , Vice President, Finance, Children's Hospital of Philadelphia Elected Director Jennifer Sullivan , Enterprise Senior Vice President, Strategic Operations, Atrium Health Elected Director Eboni Washington , Director, Action for Child Protection Immediate Past Chair Dannette R. Smith, Commissioner, Colorado Behavioral Health Administration President & CEO Reggie Bicha, President & CEO, APHSA

PLATINUM

SILVER

2

Policy & Practice Winter 2025

Policy & Practice™ (ISSN 1942-6828) is published four times a year by the American Public Human Services Association, 1300 N. 17th Street, Suite 340, Arlington, VA 22209. For subscription information, contact APHSA at (202) 682-0100 or visit the website at www.aphsa.org. Copyright © 2025. All rights reserved. This magazine may not be reproduced in whole or in part without written permission from the publisher. The viewpoints expressed in contributors’ materials are the authors’ own and do not necessarily reflect the policies or views of APHSA. Postmaster: Send address changes to Policy & Practice 1300 N. 17th Street, Suite 340, Arlington, VA 22209

President & CEO Reggie Bicha Communications Director Jessica Garon jgaron@aphsa.org

Advertising Anna Nogueira anogueira@aphsa.org Design & Production Chris Campbell

Editor Amy Plotnick

2026 Advertising Calendar

Issue

Ad Deadline February 27

Issue Theme

Spring

Shaping the Future of Human Services

Summer

April 30 June 27

Advancing Social and Economic Mobility for Long-Term Success Transforming Systems Through Technology and Innovation

Fall

Winter

September 25

Building Stronger Communities Together

Size and Placement Two-page center spread: Back Cover (Cover 4): Inside Back Cover (Cover 3): Inside Front Cover (Cover 2):

Rate

Discount for 4 Consecutive Issues

$8,000 $6,000 $5,400 $5,400 $3,000 $1,200 $1,050

$7,200/issue $5,400/issue $4,860/issue $4,860/issue $2,700/issue $1,080/issue $945/issue

Full page:

Half page, horizontal: One-third page, vertical:

3

Winter 2025 Policy & Practice

partnering for impact

By Laurie Ann Wagner, Carol Quinn Toomey, and Heidi Reed

Lessons from Connecticut’s Community Led Approach to Work Requirements

T he passage of H.R. 1 has ushered in a new era for human services agencies across the United States. With significant changes to Medicaid and Supplemental Nutrition Assistance Program (SNAP) work requirements, practitioners are facing a complex landscape—one that demands not only compliance, but also innovation, empathy, and, above all, community partnership. As we collectively respond to these shifts, the experience of the Connecticut Department of Social Services (CT DSS) offers a compelling blueprint for how community-focused solutions and authentic partnerships can drive meaningful, sustainable change. H.R. 1’s new work requirements for Medicaid and SNAP are more than policy adjustments, they are cata lysts for transformation. For agencies like CT DSS, these changes mean increased staff workload (especially in processing verifications); public confusion and anxiety as individ uals navigate new eligibility rules; concerns about program funding and staff support; and exacerba tion of existing challenges such as resource constraints, siloed teams, workforce gaps, and complex, dis jointed systems. These realities are not unique to Connecticut. Across the country, human services agencies are grappling with similar pressures. The question is: How do we move from reactive compliance to proactive, community-driven transformation? Understanding the Moment

Centering the Community A recent workshop conducted with CT DSS, and co-led by Accenture, exem plifies a shift in mindset—from seeing clients as passive recipients to identi fying their individual experiences to create meaningful solutions that support a positive interaction with CT DSS. The workshop’s approach was rooted in several principles: putting the client perspective first by mapping the eligi bility journey through the eyes of those directly affected by policy changes; providing cross-channel support by identifying needs across in-person, phone, and digital channels to ensure no one is left behind; and reducing fear and burden by designing processes that are not only efficient, but also reduce anxiety and empower clients and staff alike. By involving clients, staff, and leadership in journey mapping and solution ideation, CT DSS demonstrated that those closest to the challenge are often closest to the solution. This com munity-focused approach surfaces pain

points that might otherwise be missed and generates ideas that are both prac tical and deeply resonant. The Power of Partnership One of the workshop’s key insights was the importance of cross-functional col laboration within CT DSS. By bringing together operations, legal, policy, tech nology, quality assurance, data team, and leadership, CT DSS ensured that all perspectives were considered. This col laborative model breaks down silos that can hinder innovation, aligns priorities across teams, and builds a shared sense of ownership and accountability. For other states, the lesson is clear: lasting change requires partnerships—within agencies, across government, and with the communities served. Designing for Dignity and Empowerment The workshop’s outputs included detailed client and staff profiles, journey maps, and prioritized

Illustration by Chris Campbell

4

Policy & Practice Winter 2025

opportunity areas. These tools are not just artifacts; they are living documents that guide ongoing improvement. Key recommendations included expanding staff capacity by reimagining ways of working to increase access and reduce bottlenecks; transforming the digital experience to make it easier for clients to access services through mobile and web platforms; empowering staff with modern tools by providing the resources needed to support clients effectively, driving impactful commu nications by ensuring that information is clear, timely, and accessible; and engaging partners for collective impact by involving community organiza tions, advocacy groups, and clients themselves in co-design and imple mentation. By focusing on dignity, simplicity, and transparency, CT DSS is working to ensure that changes do not become hurdles, but rather oppor tunities for a smarter, more connected service delivery system. Importantly, this work also chal lenged long-standing assumptions about how services should be deliv ered. By elevating community voices and reexamining existing processes,

CT DSS created space to question the status quo—opening the door to more innovative and responsive service delivery models. Practical Next Steps for Agencies Across the Nation How can agencies across the United States apply these lessons? Consider the following steps: 1. Engage the Community Early and Often: Involve clients, staff, and partners in mapping current experi ences and envisioning the future state. 2.Facilitate Cross-Functional Workshops: Bring together diverse teams to break down silos and co create solutions. 3.Prioritize Dignity and Simplicity: Design processes that reduce admin istrative burden and empower users. 4.Leverage Data and Technology: Use journey maps, client profiles, and digital tools to inform decision making and track progress. 5. Tailor Solutions to Local Needs: Recognize that each state and community is unique and adapt resources and proposals accordingly.

H.R. 1 presents undeniable chal lenges, but it also offers a pivotal opportunity. Through human-centered design, community voices are heard and strong partnerships are formed, human services practitioners can trans form compliance into collaboration, and policy change into people-centered progress. The CT DSS experience dem onstrates the power of cross-divisional collaboration and human-centered design, reminding us that the path forward is not just about what we do, but how, and with whom, we do it. Let’s seize this moment to build systems that are not only compliant, but compassionate; not only efficient, but empowering. Together, we can turn policy mandates into community-driven momentum for lasting change. Laurie Ann Wagner is the Chief Customer Experience Officer for the State of Connecticut.

Carol QuinnToomey is the Connecticut Managing Director at Accenture.

Heidi Reed is the Integrated Eligibility Lead at Accenture.

5

Winter 2025 Policy & Practice

from our partners

By Paul Lefkowitz

SNAP Payment Error Rate Improvement: Critical Elements for Success

F or decades, the Supplemental Nutrition Assistance Program (SNAP)—formerly known as food stamps—has been fully funded by the federal government with no con tribution required from states. H.R. 1 introduced a cost-sharing require ment for states that exceed a SNAP Payment Error Rate (PER) of 6 percent. The potential budget impact—in the hundreds of millions of dollars for most states—has been well documented. Effective in FFY 28, the cost share will be based on FFY 25 or FFY 26 error rates (whichever is more advantageous to the state), with a potential up-to two-year delay in implementation for states if their error rate multiplied by 1.5 is greater than 20 percent. Public Consulting Group (PCG) has been working with states to improve SNAP accuracy long before the recent sea change in the program’s financing. Here are a few things that we’ve found are critical to success: n It Takes Teamwork: Organizations that are most effective at improving their error rate have a shared under standing of the problem at every level, effectively communicate goals, and closely manage the work. n It Takes Focus: There’s a lot of talk about “deep dives” into SNAP data to identify the root causes of errors. While this is vital, it must be followed by interventions that logically and directly respond to the findings of those analyses. States need to be clear-eyed about proposed solutions and cannot afford to just pay lip service with their corrective action. n It Takes Time: Improving the error rate is not a quick fix, and

improvements may not show up in PER data for, at a minimum, several months. It requires a plan for mea suring improvement outside the formal Quality Control (QC) process and “urgent patience,” acting each day with purpose and the under standing that seeing results where they count will take time. What Else Have We Learned? Quality Assurance (QA) teams are expanding. States are re-thinking, growing, or creating QA teams. The reviews they conduct may be pre- or post-authorization; either way, they are intended to identify and correct

errors before a case is sampled by SNAP Quality Control. Beyond that: n QA data allow states to track the effectiveness of interventions in near real time, providing state leaders and management indicators of improve ment that may not be evident in QC data for several months; n With review samples much larger than SNAP QC, QA data can identify trends and support performance man agement of individual workers; and n Reporting tools help identify trends at statewide, regional, office, unit, and individual levels.

Old assumptions are being tested. Some anecdotes have stood the test

Illustration by Chris Campbell

6

Policy & Practice Winter 2025

The path forward demands more than policy tweaks—it requires thoughtful interventions, collaboration across teams, and a willingness to challenge long-held assumptions and approaches.

of time. Others, however, have been called into question by data analysis and evaluation. This can inform how states approach accuracy improve ment. For instance, we’ve found: n Experienced eligibility workers were not always more accurate than newer staff; n Output and accuracy are not mutually exclusive. Workers who completed the highest volume of work were no more likely to make errors than workers who completed less work; and n Cases assumed to have consistent circumstances—such as those headed by Supplemental Security Income recipients and elderly indi viduals—require attention, too. Their situations can change in ways that impact their SNAP allotments. Training won’t solve everything. States can no longer simply commit to re-training all staff on policy related to error-prone elements. Training can be a part of error rate improvement but states are looking more closely

What’s Next? The urgency to improve SNAP

at the format or delivery method, target audience(s), and the evaluation process to ensure the effort has the desired effect. States are balancing client conve nience with accuracy. Several states are considering, or have eliminated, self-attestation of shelter and utility expenses due to the number or errors in those areas, adding an unwanted burden on clients and eligibility workers. At the same time, states are investing in new ways for SNAP partic ipants to report changes or be notified of important deadlines or program requirements.

payment accuracy has never been greater. The path forward demands more than policy tweaks—it requires thoughtful interventions, collabora tion across teams, and a willingness to challenge long-held assumptions and approaches. A successful effort will not only reduce the payment error rate but improve overall program integrity and strengthen client service and access.

Paul Lefkowitz is a Senior Consultant with Public Consulting Group (PCG).

    ◦  ◦    ◦  ‚„‡ ˆ ‡  THE COMPASS

◦ € ‚  ◦ ƒ „  ‚ ◦  ‚ † 

7

Winter 2025 Policy & Practice

A Conversation ACF with

ecently, APHSA’s President and CEO, Reggie Bicha, spoke with Alex Adams—now Assistant Secretary Alex J. Adams on Trusting States and Strengthening Families R

Fatherhood REGGIE BICHA: I’m a social worker by training, and I have to say that one of the greatest influences I’ve had in my professional career has been that of being a dad. I never would have expected, when I was in college and early in my career, how much of an impact that would have. I’m curious, Alex, how has being a dad influenced your take on this work? ALEX ADAMS: I would say sub stantially—both being a dad and then the journey to fatherhood. We love our daughter Emerson dearly and want every child to have the same opportu nities that she has, which motivates a lot of my approach to this work. Leaderhip Philosophy REGGIE BICHA: From prior conversations, I’ve heard you talk about a particular philosophy with which you’re approaching your work and establishing priorities at ACF. Would you mind sharing more about that with our readers? ALEX ADAMS: Of course. I’ll break it up into two categories. I’ll talk about my general management phi losophy and then also how I’m looking at ACF specifically. Prior to this, I ran four state agencies: the Charter Commission, the Board of Pharmacy, the State Department of Health and Welfare (our state HHS agency), and then the State Division of Financial Management, which is a fancy way of saying OMB—Idaho’s Office of Management and Budget.

serving as the Assistant Secretary for the Administration for Children and Families (ACF) at the U.S. Department of Health and Human Services (HHS)—where he offered in-depth insights on the leadership principles and strategic priorities shaping his work at the federal level. From family and fatherhood to state and federal collaboration, administrative reform, child welfare strategy, and the future of ACF programs, Adams emphasized humility, trust in states, and a clear focus on ensuring that every child has a safe and nurturing home throughout the conversation. We extend our sincere appreciation to Assistant Secretary Adams for meeting with us on two occasions since his Senate confirmation in October. This article includes selected excerpts from his November 21, 2025 conversation with Bicha. The content has been edited only for length. Bicha and Adams began their conversation with Adams offering a glimpse into the person behind the title—someone who indeed spends plenty of time in the office, but who also loves his family, the outdoors, and has roots that run deep in Idaho. Over the course of his career, he has served the state in pivotal roles, from Budget Director to Director of the Department of Health and Welfare. He graciously shared that he and his wife welcomed their daughter, Emerson, after a long and challenging journey to parenthood.

9

Winter 2025 Policy & Practice

The approach I tried to take when leading those agencies is called 4DX— the Four Disciplines of Execution. The basic premise is if you try to do every thing, you will accomplish very little. But if you really sharpen your focus, pick a couple of big things, measure them, track them, and hold yourself accountable—you’ll be surprised at what mountains you can move. I’ve brought that mindset to my previous agencies and ACF is no different. But almost everything ACF does— with a few exceptions—pushes through state and local government. And when I say state, that includes state-super vised, county-administered systems by extension… They are the service pro viders. They are the front lines. It forces me to think differently about my role. When you’re the direct service provider versus when you’re the financier and overseer, it’s a com pletely different mindset. In general, my defaults are: I trust states. States make decisions that are nuanced for their local conditions on the ground. And second: I trust parents. Parents generally make the right deci

Rapid Fire Questions with Asst. Secretary Adams

Reggie went rapid fire to learn more about Assistant Secretary Adams.

ROCK AND ROLL OR COUNTRY?

FOOTBALL OR SOCCER? Football

I’m going to go rock and roll, which might surprise you for an Idahoan.

JOGGING OR WEIGHTLIFTING? I prefer biking.

COMEDY OR THRILLER? Comedy. If you’re talking raw

comedy—Jerry Seinfeld, or Seinfeld the show, or Larry David and Curb Your Enthusiasm . Situational humor.

BREAKFAST OR DINNER? Dinner

the tools they need to strengthen pre vention, expand foster home capacity, and improve pathways to permanency. ALEX ADAMS: Too many states have shortages of foster homes, which leads to children sleeping in offices, hotels, Airbnbs, or being placed in congregate care when not appro priate. Kids do better with families. One of the initiatives I used at the state level was tracking the ratio of foster homes to foster children, and I’m bringing that to the national level. Looking at the ratio is important because it gives states a menu of options: increase the numerator through recruitment and retention; expand kin placements; or decrease the denominator by safely reducing the number of children entering care. Safely reducing entries can mean prevention, legal advocacy for children, timely permanency, reunification where safe, or adoption when needed. We also require states to submit over 200 data elements, many of which are never used. Researchers even told me some elements have no research purpose . What that tells me is we are

drowning states in bureaucracy. I want to restore balance—and focus on the best interest of the child. You’ll see action soon, driven by the President and especially the First Lady, Melania Trump. She played a major role in the recent executive order, Fostering the Future for American Children and Families, calling on ACF to remove high-cost, low-value burdens so states can focus on children. We hope to move as fast as possible. REGGIE BICHA: That’s exciting—it’s not often a President issues an executive order focused solely on foster care. Of course, the details matter, and you’ve said things will move quickly. Are there areas states should be thinking about that may change in the next six months? ALEX ADAMS: The leadership from the President and the First Lady is driving momentum, so details will come quickly. The most immediate pressure-release valve I’m focused on is reducing administrative burdens on states so they can focus on kids. There’s also a strong emphasis on

sions for their families and kids. Hopefully your members can

take heart in knowing I start from a position of trust—and that my job is to empower them.

A Home for Every Child Central to Adams’s ACF agenda is a bold initiative: A Home for Every Child. His goal is to ensure that there are most foster homes than children in foster care, so that every child can grow up in a safe, loving home. The goal includes making sure that states have

Reggie Bicha is the President & CEO of APHSA.

10

Policy & Practice Winter 2025

“We shouldn’t make states ask for waivers just to navigate a one-size-fits-all rule.”

modernization—data, technology, and promoting technological solutions. One preview: the executive order specifically calls out predictive ana lytics. Counties like those in Colorado, Allegheny County, and LA County have already done interesting pilots, and Idaho is the first state on the brink of rolling out predictive analytics. This technology could help with place ment matching (improving stability), retention of foster homes, and identi fying prevention opportunities at intake. With each piece of the executive order, we have actions teed up. It’s now about sequencing and main taining a cadence of follow-up—with an action imperative. Agency Collaboration Throughout the conversation, Adams highlighted the importance of collaboration across federal agencies—particularly HHS, CMS, and behavioral health partners—to address the needs of high-acuity youth who often enter child welfare because of unmet mental health needs. These youth, he noted, represent a significant portion of children entering care in many states and require coordinated, cross-system strategies to avoid inap propriate placements or reliance on congregate care. As the conversation widened beyond child welfare, Adams also reflected on the broader portfolio of programs under ACF’s umbrella, including child care. While he is still in the early days of assessing federal child care policy, he noted the significance of the Trump administration’s past investments in child care and pointed to concerns raised by states about the most recent federal rule. He argued, when nearly every state seeks a waiver from the same regulation, it signals a deeper design issue—not a compliance one. Adams suggested that ACF should not be in the business of forcing one-size fits-all solutions that fail to reflect local contexts or operational realities. As he continues meeting with state leaders, Adams emphasized openness to exploring ways to expand flexibility while upholding high standards for children and families. Shifting away from child care policy, Adams kindly shared some intel about

his soon-to-be-announced leader ship team. He emphasized the value of bringing “outsiders”—leaders with strong state experience—into federal roles, paired with federal experts who understand the mechanics of policy implementation. He even noted that APHSA members may see familiar faces joining the agency’s ranks. ALEX ADAMS: I’m building a team that pairs former state leadership and federal insiders. There’s no merit in knowing state challenges if you can’t operationalize solutions at the federal level. We’ve also pulled in folks from the Hill into my immediate office, so we can translate state gripes into federal actions. REGGIE BICHA: That’s awesome. We’re eager to hear who the next tier of leaders will be at ACF. From what you’re describing, it sounds like we may see some former APHSA members joining your team. Need for Feedback When asked how APHSA and its membership can best support ACF’s work, Adams emphasized the value of candid, aggregated feedback. He acknowledged that states sometimes hesitate to voice concerns directly to federal agencies and stressed that intermediary organizations like APHSA play a critical role in lifting up shared challenges and solutions. He reiterated that ACF is committed to collaboration, creativity, and rethinking what federalism should look like in this administration. REGGIE BICHA: You were an active member of APHSA while you served in Idaho. How can our associa tion and our membership best engage with you and your team as you take on these ambitious changes? ALEX ADAMS: First, I have to compliment APHSA. When I was a state member, I tried to participate

actively and found it to be a tremen dous resource of peers. Being able to have honest conversations behind closed doors, share experiences, and learn from other jurisdictions—as a former APHSA member, I can attest that the services you provide are high quality and top-notch. As a federal official who may not be able to participate in those calls now, the question becomes: How do I tap into that resource? I appreciate you and Sheila [APHSA’s Vice President of Membership and Policy] coming out to discuss what federal engagement could look like. I’m very interested in hearing directly from states. But states are sometimes reluctant to give direct feedback to federal agencies, fearing it might be used in future audits. Associations like yours play an important intermediary role—aggregating concerns, serving as a neutral convener. Know that I’ve kept your phone number, and I will probably keep you on speed dial. REGGIE BICHA: Anytime. Anytime. Thank you for the compli ments. We’re all about improving outcomes for kids and families, and I know you are too. We’re ready to work together to make it happen. Alright, what’s something folks should know that I didn’t think to ask? ALEX ADAMS: Probably the main thing I’d re-emphasize is this: When I leave office at the end of this administration, I want every state’s ratio of foster homes relative to foster kids to be above 1—ideally because the denominator has gone down through prevention, legal advocacy, timely reunification, and permanency and the numerator has gone up through effective recruitment, retention, and kin licensing. But, the only way we achieve A Home for Every Child is through state partnerships. So, know that our door is open for any state official. We are open for business.

11

Winter 2025 Policy & Practice

Improving SNAP Payment Error Rates

How States Can Take Steps to Reduce SNAP Payment Errors and Improve Operational Discipline

By Dan Lilly, Shivani Bhat, and Martha Donnelly

W

ith the passage of H.R. 1, the Supplemental Nutrition Assistance Program (SNAP)

1. Interview quality and time pressure. Interviews are a critical component of the SNAP application and reapplication processes. The quality of these interviews directly impacts the accuracy of eligibility determinations and benefit calculations. Identifying specific areas where errors are most likely to occur, such as income verifi cation and household composition, is essential. Enhanced training for interviewers can improve their understanding of these areas and help develop strategies for miti gating errors. Standardized interview scripts and decision trees with required open-ended prompts for income, house hold composition, and deductions can help; for example, “Walk me through all jobs in the last 30 days” and “Who shares food and expenses?” Getting the correct information from the beginning improves the likelihood of success throughout the lifecycle of a case. A major contributor to case and applica tion closures is the missed interview. It can be difficult for clients to attend sched uled interviews due to work or child care responsibilities. OnDemand waivers allow clients to call in and be interviewed at a convenient time. Fewer closed cases mean fewer reapplications that will need to be processed, providing workers with more time to complete thorough interviews.

is entering a new era of operational disci pline. For the first time in the program’s 60-year history, states will share the costs of SNAP benefits based on payment accuracy. Beginning in FY 2027, the federal government will cover a lower share of SNAP administrative costs, from 50 percent to 25 percent, and phase in a requirement to share the cost of SNAP benefits based on states’ payment error rate (PER). 1 To avoid new liabilities and protect operating budgets, states will need to lower their PER. Reducing SNAP error rates will require more thorough interviews, fewer transac tions through simplified reporting and longer certification, automated veri fication processes, continuous quality assurance, high-leverage partnerships, and tailored training. Executed together, these actions can help reduce the error rate while supporting clients and sus taining SNAP’s economic benefits in communities across the country. 2 Levers States Can Pull to Bring Down the Error Rate Program directors can take the fol lowing steps to address the key drivers of SNAP payment errors.

13

Winter 2025 Policy & Practice

Even experienced interviewers can miss information that warrants follow-up and miss documenting what they uncovered in case notes. Building prompts into the system, such as “case readers” that flag inconsistencies (e.g., unemployment wages present but no earned income), require a disposition note, and guide verifications can keep things on track and reduce error findings. 2. Churn. Eligible households cycling off and quickly back on account for 17 to 28 percent of the monthly caseload in studied states and create new touchpoints where data can be carried forward inaccurately or missed, such as rushed re-entries, backlogs, and re-keying. Fewer recerti fications and clearer forms help reduce churn, decrease opportunities for error, and lessen staff stress. 3

Periodic report and recertifica tion packets can be simplified and redesigned for plain language, multi language, and mobile upload readiness, and tested with real recipients. No one wants to provide incomplete or inac curate information. Understanding what is being requested, when it is needed, and why it is being requested empowers SNAP clients to provide more timely and accurate information to their caseworker. Automated reminders (SMS/IVR/ email), aligned with important dates and missing items, plus “receipt received” confirmations, can help build trust and reduce helpline calls. Missed dates mean lost benefits for clients. And lost benefits prompt frantic calls that need immediate attention. SNAP clients often manage services with several different depart ments, along with work and family obligations. Providing reminders increases the likelihood that deadlines will be met, maintaining benefits, less ening calls, and giving workers more time to process cases. 3. Verification and data matching. Automated verification through the Income and Eligibility Verification System (IEVS), the Social Security Administration State Verification and Exchange System (SVES), State Data Exchange (SDX)/Beneficiary and Earnings Data Exchange (BENDEX), Unemployment Insurance, and cross program matches can materially improve accuracy while lowering clients’ burden and workers’ pro cessing time. The Food and Nutrition Service’s 2025 data-sharing guidance, along with longstanding IEVS regula tions, explicitly support expanded, secure data use. 4 Program directors should prioritize timely and automated queries for SVES/SDX/BENDEX, act on “verified upon receipt” items per policy, and log case-level dispositions. Automating these queries and actions can make the process more efficient and less prone to human error. Automated systems enable protocols to be con sistently followed and the necessary information to be gathered and acted upon promptly, reducing the likeli hood of mistakes that can occur with manual handling.

Cross-program matching with Medicaid, Unemployment Insurance, and other programs can identify income and household changes, helping to minimize the potential risk of errors by providing a more compre hensive and accurate picture of the recipient’s information. Confirming details during interviews reduces the chances of discrepancies, confirms information is up to date and accurate, and reduces the need for redundant document requests. 4. Feedback loops and the QC/ QA gap. By the time Quality Control (QC) identifies error patterns, thou sands of cases may be processed in error. Building a separate quality assurance (QA) function to run con tinuous, targeted “case reads” (with dashboards and quick coaching) shifts discovery earlier in the process and lessens the chance that systemic issues get sampled later. 5 To close the QC/QA loop, program directors should consider adopting the following: n Have a standing QA team read a statistically meaningful, targeted sample of cases weekly (for example, recertifications with earnings, student rules, variable income, and shelter deductions), with 48-hour feedback to staff and supervisors. n Schedule monthly root-cause huddles, with policy/training/ systems to review QA analysis and decide on 30-day fixes such as micro trainings, system prompts, and one-page job aids. n Publish a “keys to accuracy” dash board that includes information like top error codes, where in the flow they occur, and turnaround times to build shared accountability and address current caseload error trends. 6 5. Outreach partnerships. Community providers play a crucial role by offering outreach and application assistance to families with low incomes. These partners are trusted within the communities they serve and can help states reduce error rates. Families often don’t understand what is being requested or struggle to obtain the documentation required. Outreach pro viders bridge this gap by offering more

Dan Lilly is a Principal in Deloitte’s

Government and Public Services practice.

Shivani Bhat is a Senior Manager in Deloitte’s Government and Public Services practice.

Martha Donnelly is a Specialist Leader with Deloitte Consulting LLP where she serves as a SNAP policy and program advisor.

14

Policy & Practice Winter 2025

States that act quickly to innovate and modernize processes, invest in staff training, leverage technology, and build strong community partnerships will be more effectively positioned to navigate these changes.

personalized support and guidance and by reviewing the documents to confirm they are up to date before submission. This support helps prevent common errors that occur when documents are missing or incomplete. State SNAP outreach providers also help improve payment accuracy by explaining to applicants the eligibility criteria, required documentation, and reporting responsibilities. This helps reduce errors that may arise from misunderstandings. Outreach contracts can be retooled for better accuracy outcomes by: n Tying payment to completeness by requiring outreach partners to submit complete verification packets and tracking “clean case” rates. n Funding not only first-touch application assistance, but also retention tasks such as recertifica tion reminders, periodic report help, and language access. n Using partner dashboards for secure document upload and status checks to help prevent losses and re-scans. 7 6. Complexity of reporting/certifi cation. Each time a client must provide information or complete an interview there is the potential for documentation to be missed, information to be entered incorrectly, or other mistakes to occur and be carried forward in the case. Simplified reporting with longer certi fication periods reduces transactional burden for recipients and error risk for state agencies while still maintaining program integrity through interim reports and required change reporting. For elderly/disabled households, cer tification can extend up to 24 months (36 months for Elderly Simplified Application Program waivers); for others, the longest appropriate period improves stability while meeting time liness or verification requirements. 8 7. Training gaps. Regularly reviewing training for relevancy is critical to providing the information that workers need to keep error rates in check. Training should be reviewed to confirm it meets the needs of eligi bility workers and should be tailored according to tenure. Training for new, mid-career, and seasoned workers should provide each career level with the information they need to succeed. A “one-size-fits-all” approach to training

risks not providing sufficient infor mation for new workers to gain real understanding or providing training that is too basic for more seasoned staff. On-demand training should be devel oped for high-error issues to give staff the confidence and support they need to address new or complex situations. Looking Ahead As states prepare for the new era of SNAP administration mandated by H.R. 1, the focus on payment accuracy and operational discipline will only intensify. The financial implications of increased state responsibility for both administrative and benefit costs make reducing payment errors a top priority. States that act quickly to innovate and modernize processes, invest in staff training, leverage technology, and build strong community partnerships will be more effectively positioned to navigate these changes. The urgency to act was reinforced during the recent federal govern ment shutdown, when state agencies faced, head-on, the challenge of pro viding benefits to tens of millions of eligible recipients. It is likely that U.S. Department of Agriculture guidance will continue to evolve as H.R. 1 PER mandates are shared with states, so it is essential they continue to work collaboratively with one another. As states collectively respond to ongoing federal guidance, SNAP agencies will position themselves to administer critical SNAP benefits as efficiently and accurately as possible. This publication contains general information only and Deloitte is not, by means of this publication, rendering accounting, business, financial, investment, legal, tax, or other professional advice or services. This publication is not a substitute for such professional advice or services, nor should it

be used as a basis for any decision or action that may affect your business. Before making any decision or taking any action that may affect your business, you should consult a qualified professional advisor. Deloitte shall not be responsible for any loss sustained by any person who relies on this publication. About Deloitte As used in this document, “Deloitte” means Deloitte Consulting LLP, a subsidiary of Deloitte LLP. Please see www.deloitte.com/ us/about for a detailed description of our legal structure. Certain services may not be available to attest clients under the rules and regulations of public accounting. Reference Notes 1, 7. Congress.gov. H.R. 1—One Big Beautiful Bill Act. https://www.congress.gov/ bill/119th-congress/house-bill/1/text/enr 2. USDA Food and Nutrition Service. (2019). USDA ERS, 2019 Summary Report. https://www.ers.usda.gov/ about-ers/plans-and-accomplishments/ ers-annual-report-fy-2019 3. U.S. Department of Agriculture. (2014). Understanding the rates, causes, and costs of churning in the Supplemental Nutrition Assistance Program (SNAP). https:// fns-prod.azureedge.us/sites/default/files/ ops/SNAPChurning.pdf 4. Code of Federal Regulations. (2025). Copyright © 2025 Deloitte Development LLC. All rights reserved.

§272.8: State income and eligibility verification. https://www.ecfr.gov/ current/title-7/subtitle-B/chapter-II/ subchapter-C/part-272/section-272.8 ;

USDA Food and Nutrition Service. (2025). FNS data sharing guidance. https://www .fns.usda.gov/snap/data-sharing-guidance 5, 6. USDA Food and Nutrition Service, SNAP: Keys to payment accuracy. https://www .fns.usda.gov/snap/qc/keys-supplement 8. Code of Federal Regulations. (2025). §273.10: Determining household

eligibility and benefit levels. https://www.ecfr.gov/current

15

Winter 2025 Policy & Practice

Making Sense of Shrinking Time Margins

How Human Services and Community Innovation Can Help Organizations and Communities Thrive

By Natalie Williams, Michael A. Becketts, Marci McCoy-Roth, and Melanie Fenwick

In

2025, time has never felt shorter for human services organizations and the gap between disruption and decision has never been smaller. Emerging technologies, shifting markets, and political instability are compressing traditional planning and response cycles. In the past, leaders could depend on multiyear strategies and relatively stable conditions. Today, however, breakthroughs in technology, regulatory changes, and social movements can reshape the sector overnight. Speed is no longer just a competitive advantage; it’s essential to survival. What Shrinking Time Margins Look Like n Product cycles shrink from years to months. n Decision windows collapse from weeks to hours. n Customer expectations demand instant service, transparency, and adaptability. n Employees face continuous upskilling and burnout risks. n Government policy cycles are accelerating in response to emerging technologies, shifting public needs, and public pressure.

To stay relevant and effective, organizations must adapt continuously, not periodically.

The Hidden Cost of Failed Adaptation: Human and Social Erosion When adaptation fails or happens without care, the consequences reach far beyond performance metrics. Compressed timelines create fatigue, strain, and short-term thinking. As survival overtakes purpose, organi zations risk losing empathy, teams become transactional, and communi ties fragment. The challenge, then, isn’t simply moving faster. It’s to move faster while maintaining clarity, collaboration, and connection. What is Community and Social Impact? The American Public Human Services Association (APHSA) focuses on Community and Social Impact (CSI) as a framework for innovation through five key drivers that collec tively strengthen the human services ecosystem. n Leadership and Capacity Building empowers individuals and organizations to lead transfor mative change by enhancing skills, collaboration, and strategic vision. n Safety, Health, and Well-Being emphasizes building resilient and healthier communities where indi viduals and families can thrive. n Community Engagement centers on co-creation with community members as experts, ensuring solutions are grounded in lived experience and shared ownership. n Social and Economic Mobility promotes pathways to opportunity through a whole-family approach that addresses interconnected barriers to success. n Technology, Data, and Innovation modernizes systems to enhance service accessibility, delivery, and participation, enabling the mea surement of community investment impacts, narrative shifts, and con tinuous system improvement. Together, these drivers form APHSA’s blueprint for advancing a impactful, innovative, and commu nity-driven human services system.

CSI as a Core Infrastructure CSI is not “nice-to-have”; it is an essential infrastructure for resilient organizations and thriving communities. 1. Community Restores Meaning: Engagement grounds organizations for shared purposes. 2. Social Ecosystems Extend Capacity: Cross-sector partnerships strengthen resilience and adaptability. 3.Collective Intelligence Fills Gaps: Shared learning improves decisions and accountability. 4.Belonging Builds Resilience: Genuine connection reduces burnout and fosters trust—the true currency of agility. 5. Social Impact as Strategic Signal: A visible commitment to impact signals stability, credibility, and long-term vision. How Human Services Can Lead Human services agencies face the same pressures as the private sector, but they also hold the tools to restore balance and connection. 1. Build Community Resilience, Not Just Response: Move beyond crisis management toward proactive resil ience through partnerships, data sharing, and digital tools that antici Collaboration: Innovation thrives at the intersection of public, private, and civic sectors. Collaborative eco systems accelerate solutions across the various sectors such as work force, health, and human services. 3.Use Technology to Amplify Connection: Human-centered design and iterative development can modernize systems while enhancing, not replacing, empathy and human connection. 4.Empower Local Leadership: Local networks have resources and deci sion-making authority to respond faster and build stronger trust. 5. Measure Impact Through Well Being, Not Speed: Redefine success through resilience, belonging, and access, not just efficiency. Sustainable speed strengthens com munities instead of depleting them. pate and adapt in real time. 2.Strengthen Cross-Sector

Natalie Williams is the Vice President of Community and Social Impact at APHSA.

Michael A. Becketts , PhD,

is the Director of the Fairfax County (VA) Department of Family Services.

Marci McCoy-Roth is the Chief Impact and Innovation Officer at APHSA.

Melanie Fenwick is the Senior Manager of Strategic Planning at the Fairfax County (VA) Department of Family Services.

18

Policy & Practice Winter 2025

Addressing Current Pain Points: Catalysts for Future Innovation The human services sector stands at a crossroads. Long-standing challenges have intensified under shrinking time margins, but they also present opportunities for bold innova tion and redesign. 1. Workforce Fatigue and Retention: Chronic stress and administrative burdens drive burnout. Solutions oritizing employee well-being as a measurable performance outcome. 2.Fragmented Systems and Data Silos: Disconnected systems slow collaboration. Interoperability, shared governance, and secure cross-sector data exchanges can unlock real-time insights for smarter decisions. 3.Access Disparities and Service Gaps: Digital divides and cultural barriers persist. Co-designing solu tions with communities ensures technology and services reach those who need it most. 4.Reactive Rather than Preventive Approaches: Too often, services begin at crisis. Predictive analytics and early intervention frameworks can help shift toward prevention and resilience. 5. Outdated Funding and Policy Frameworks: Rigid funding and programs, and outcomes-based con tracts enable experimentation and accountability. 6.Limited Cross-Sector Integration: Complex social challenges require collective action. Integrating public, private, and civic resources can produce holistic, person-centered outcomes. Viewed through an innovation lens, these pain points become invita tions to rethink how human services operate merging technology with empathy to build adaptive, resil ient systems that thrive in an age of acceleration. include workflow automation, shared service models, and pri slow policy cycles hinder inno vation. Flexible funding, pilot

Using Technology to Amplify Human Connection Government systems have often lagged behind the private sector in adopting new technologies, con strained by limited resources and risk management requirements. The result is outdated systems that frustrate both staff and residents. Today, the shift is underway. Human-centered design and itera tive development are helping agencies modernize with purpose. By grounding digital transformation in user expe rience, government can improve efficiency and deepen human connec tion. Rather than replacing empathy, technology can create space for it. Predictive analytics can guide interven tions, while engagement platforms make it easier for residents, donors, and volun teers to participate in collective action. As communities face rapid change and increasing challenges, Fairfax County’s Department of Family Services (DFS) is demonstrating how local government can drive access, innovation, and belonging through the APHSA CSI framework. Grounded in a vision where every resident can thrive, Fairfax County DFS recognizes that belonging is essential to ensuring all residents have the opportu nity to thrive. It’s not just about fairness; it’s about ensuring everyone feels valued, connected, and empowered to contribute. Belonging starts with how we treat one another and those we serve, building trust, removing barriers, and amplifying voices that have too often been unheard. The CSI framework is helping Fairfax County DFS move from ideas to action. It emphasizes measurable, meaningful change rooted in collaboration and collective impact. Success isn’t defined by how many people are served, but by how much better they are because of partnership and shared purpose. Fairfax County, Virginia: A Case Study in Action

Creating lasting impact requires working across systems with nonprofits, grassroots organizations, faith-based partners, and community members with lived experience. Collaboration and listening strengthen their efforts and align around a common goal: a thriving, connected Fairfax County DFS. Data and stories guide our accountability. Evidence shows what’s working. Lived experience reveals why it matters. Together, they tell a fuller story of progress and possibilities. Aligned with the One Fairfax vision, Fairfax County DFS is building a culture where belonging and mea surable impact drive sustainable community transformation. Because if lasting change is our goal, belonging is the soil where it grows. It’s up to all of us to keep it strong and alive. The Takeaway Shrinking time margins are inevi table. Fragmentation and burnout are not. By investing in CSI, organiza tions can transform speed into shared strength. In an age of acceleration, community is the new operating system for thriving organizations and resilient communities. More About APHSA’s CSI Model APHSA’s CSI Model provides a prac tical roadmap to: n Build cross-sector coalitions for innovation and problem solving; n Strengthen engagement through human-centered design; n Develop adaptive, data-informed strategies grounded in collabora tion; and n Translate social impact commit ments into measurable results. For organizations ready to move at the speed of change with purpose, APHSA’s CSI model turns acceleration into opportunity. To learn more, contact Natalie Williams, Vice President of Community and Social Impact at Nwilliams@ aphsa.org or visit https://aphsa.org/ community-and-social-impact/.

19

Winter 2025 Policy & Practice